‘Business Intelligence’ (BI) has been widely used to describe the process of gathering, analyzing and transforming large amounts of data into information useful for decision making. This paper examines BI from a decision-maker's perspective in an IT governance context through a case study of a large Scandinavian financial institution. The key findings indicate that BI is primarily used to infor...

This paper aims to present the different aspects and characteristics of strategic and operational information and propose a categorization pattern allowing to consider an information as strategic or operational. This categorization is to be used in the two decision making processes to assist its mining, and usage by the two related decision support systems. This is conducted trough the results ...

Foraging for resources is a fundamental behavior balancing systematic search and strategic disengagement. The foraging behavior of primates is especially complex and requires long-term memory, value comparison, strategic planning, and decision-making. Here we provide evidence from two different foraging tasks that neurons in primate posterior cingulate cortex (PCC) signal decision salience duri...

This article proposes a cost-benefit analysis of argumentation, with the aim of highlighting the strategic considerations that govern the agent’s decision to argue – or not. In spite of its paramount importance, the topic of argumentative decision-making has not received substantial attention in argumentation theories so far. We offer an explanation for this lack of consideration, and propose a...

The performance of a contracting company is closely linked with the quality of the decisions at the strategic level. However, the increasing complexity of organizations’ internal and external environments and the unstructured nature of decisions at the strategic level make the decision making a very complicated task. The number of influential variables is so large and their effects are so varie...

High performance work practices (HPWPs) are human resource management practices aimed at stimulating employee and organisational performance. The application of HPWPs is not widespread in small organisations. We examine whether the implementation of coherent bundles of HPWPs (aimed at employee ability, employee motivation or at the opportunity to perform) depends on the scarcity of resources, a...

The research into SME’s is often presented as quite distinct from strategy or general management research. This paper examines the literature on Strategic Decision Making (SDM) process, drawing in some findings from the SME sector which show some key similarities. The paper makes proposals for research into SDM processes in SME’s, which would clarify both the general management theory and theor...

Previous studies have not adequately addressed the role of cognitive biases in strategic decision processes. In this article we suggest that cognitive biases are systematically associated with strategic decision processes. Di€erent decision processes tend to accentuate particular types of cognitive bias. We develop an integrative framework to explore the presence of four basic types of cognitiv...

Although decision-making is typically seen as a rational process, emotions play a role in tasks that include unfairness. Recently, activation in the right dorsolateral prefrontal cortex during offers experienced as unfair in the Ultimatum Game was suggested to subserve goal maintenance in this task. This is restricted to correlational evidence, however, and it remains unclear whether the dorsol...